A STUDY ON THE EFFECTIVENESS OF E-RECRUITMENT IN CIEL HR

Pvt Ltd., Madurai

A Project Submitted to
AMERICAN SCHOOL OF BUSINESS ADMINISTRATION
(ASBA)
in partial fulfillment of the requirement for the Degree of
Master of Business Administration (MBA)

Submitted By
A.THIRI VIKRAM (22MBA248)

Under The Guidance Of

DR. N.Prakash,M.com.,M.Phil,.MBA.,Ph.D.,
DEPARTMENT OF MANAGEMENT STUDIES.,ASBA

THE AMERICAN COLLEGE, Madurai – 625014

An Autonomous Institution Affiliated to Madurai Kamaraj University
Re-accredited (3rd Cycle) by NAAC with Grade “A+”
CGPA 3.47 on a 4 –point scale

April – 2024
 DECLARATION

I, A.Thiri Vikram (22MBA248) , student of American School of Business

Administration, The American College, Madurai hereby declare that the project titled “A
STUDY ON THE EFFECTIVENESS OF E-RECRUITMENT IN CIEL HR Pvt Ltd.,”
submitted in partial fulfillment of the requirement for the award of MASTER OF BUSINESS
ADMINISTRATION is a original work done by me under the guidance of DR.
N.Prakash,M.com.,M.Phil,.MBA.,Ph.D.,, DEPARTMENT OF MANAGEMENT
STUDIES.,ASBA and no part of this project has been submitted fully or partly for any other
recognition earlier.

Date: Yours Faithfully,

Place: Madurai

(A.Thiri Vikram)
 AMERICAN SCHOOL OF BUSINESS ADMINISTRATION (ASBA)
THE AMERICAN COLLEGE
An Autonomous Institution Affiliated to Madurai Kamaraj University
Re-accredited (3rd Cycle) by NAAC with Grade “A+”
CGPA 3.47 on a 4 –point scale
MADURAI

CERTIFICATE

This is to certify that the project work entitled “A STUDY ON THE EFFECTIVENESS OF E-
RECRUITMENT IN CIEL HR Pvt Ltd.,”, submitted to AMERICAN SCHOOL OF
BUSINESS ADMINISTRATION (ASBA), THE AMERICAN COLLEGE in partial
fulfillment for the requirement of MBA degree is a bonafide record of the work carried out by
A.Thiri Vikram 22mba248 under my guidance and supervision.

Project Guide

Countersigned by

External Examiner Director

 ACKNOWLEDGEMENT

I dedicate this project work to the benevolent persons who have co-operated sincerely
their precious time for the consummation of the training.

I take up this opportunity to thank our Principal & Secretary Dr. M. DAVAMANI
CHRISTOBER for giving me this wonderful opportunity for doing the Project.

My sincere thanks are to our Director Dr.C.Samuel Joseph for motivating me to do this project.

I express my sense of gratitude and heartful thanks to my guide DR.

N.Prakash,M.com.,M.Phil,.MBA.,Ph.D., DEPARTMENT OF MANAGEMENT
STUDIES.,ASBA, for his/her motivation, support and valuable guidance provided right from the
initial stage to the completion stage towards this project work.

I greatly thank my beloved Parents & Friends who helped me in all aspect.

Finally, I would like to mention my special thanks to all friends, for their valuable suggestions
and to all my classmates who encouraged me in bringing out this study a successful one.
CHAPTER PAGE
Table of Contents
NO. NO.

1 INTRODUCTION

1.1 Introduction

1.2 Background of the Study

1.3 Statement of the Problem

1.4 Objectives of the study

1.5 Scope & Significance of the Study
1.6 Limitations
1.7 Research Methodology
2 REVIEW OF LITERATURE
3 ANALYSIS AND INTERPRETATION
3.1
3.2
3.3
4 FINDINGS, SUGGESTIONS AND CONCLUSION
4.1 Findings
4.2 Suggestions
4.3 Conclusion
Bibliography
APPENDICES
Appendix I
 CHAPTER 1

1.1 INTRODUCTION E-RECRUITMENT

E-recruitment, a transformative approach to hiring, utilizes online platforms to streamline the

recruitment process. By leveraging digital technologies, companies can reach a broader pool of
candidates, reducing time and resource constraints associated with traditional methods. Through
user-friendly interfaces and automated processes, e-recruitment enhances accessibility and
efficiency, facilitating seamless communication between recruiters and applicants. The
versatility of online platforms allows for the customization of job postings and targeted outreach,
optimizing candidate engagement and selection. Furthermore, e-recruitment fosters a more
inclusive hiring environment by minimizing geographical barriers and promoting diversity and
equal opportunity. Overall, e-recruitment represents a modern and effective solution for meeting
evolving workforce demands.

E-recruitment involves posting job openings on various online job boards, company websites,
and social media platforms. It allows organizations to reach a global audience, enabling them to
tap into a diverse talent pool. Additionally, applicants can easily submit their resumes and
applications electronically, streamlining the application process.One of the key advantages of e-
recruitment is the use of applicant tracking systems (ATS), which automate the screening and
filtering of resumes based on predefined criteria. This significantly reduces the time and effort
required for initial candidate valuation.Moreover, e-recruitment enables real-time
communication between recruiters and candidates, facilitating quicker and more transparent
interactions. Video interviews and online assessments are commonly used to evaluate candidates
remotely, eliminating geographical constraints and saving both time and resources.

Overall, e-recruitment has revolutionized the traditional hiring process, making it more
accessible, efficient, and adaptable to the fast-paced digital landscape. As technology continues
to advance, e-recruitment is likely to evolve further, incorporating innovations such as artificial
intelligence and data analytics to enhance decision-making in talent acquisition
1.2 SCOPE OF THE STUDY

This study is restricted to the distinguishing proof of the Interior and Outer difficulties and
obstacles looking by the recruiters. Additionally, the methods that recruiters employ to find
qualified candidates. Rather than being affected by internal factors, recruiters in this
identification are affected by external factors the candidates and clients are the subjects of the
study.

1.3 OBJECTIVES OF THE STUDY:

❖ To study the effectiveness of E-Recruitment in CIEL HR Pvt. Ltd

❖ To analyze the challenges in sourcing by the recruiters towards CIEL HR Services
❖ To Identify the strategies for sourcing used by the recruiters.

1.4 RESEARCH METHODOLOGY:

Research is a process in which the researcher seeks to determine the solution to a given problem
and the resulting outcome. “A careful investigation or enquiry, especially through search for new
facts in any branch of knowledge,” is how the research has been defined.

RESEARCH METHODOLOGY:

The method by which researchers carry out their description work. Methodology is the science of
phenomena prediction and explanation. The methods for generating, collecting. And evaluating
data are compromised by methods. Methods are the means of getting information that can be
used to evaluate explanation.

NATURE OF DATA:

The types of research design used for the study is descriptive research. Descriptive research is
essentially fact findings approach related largely to the present current situation”
SOURCE OF DATA:

The present study is mainly based on primary data, secondary data is also taken into
consideration where ever necessary

PRIMARY DATA

The data required for the study has been collected from Questionnaire Questionnaire method is
one of the common methods where a questionnaire is submitted across people and they are asked
to fill it with his/her opinions. The questionnaire consists of closed ended type of questions.
Questionnaire has been prepared which has got filled up by the employees of company, this has
followed by short interview by HR Executive is taken to gather additional information.

MODE OF ANALYSIS

The instrument used for data collection was in the form of questionnaire. The questionnaire was
used as it facilitates the tabulation and analysis of the data to be collected. The data collected was
subjected to simple percentage analysis.

HYPOTHESIS QUESTION

1) H0 There is no significant difference, age and What are the major struggles faced during hiring
online between variables.
H1 is the statement that there is a significant difference,between age and What are the major struggles
faced during hiring online
2) H0 There is no significant difference, education qualification and Are you looking E-recruitment
as a threat..
H1 is the statement that there is a significant difference,between education qualification and Are you
looking E-recruitment as a threat.
3) H0 There is no significant difference, educational qualification and e-recruitment as a threat
among individuals variables.
H1 is the statement that there is a significant difference,between educational qualification and e-
recruitment as a threat among individuals
INTRODUCTION OF HR CONSULTING

HR Consultancies specialize in providing expert guidance and support to organizations in

managing their human resources effectively. These consultancies offer comprehensive services
spanning recruitment, performance management, employee relations, training, compliance, and
more. By leveraging industry knowledge and best practices, HR consultancies assist businesses
in optimizing workforce productivity and organizational performance. They serve as strategic
partners, offering tailored solutions to address unique HR challenges and enhance employee
engagement. With their expertise, HR consultancies enable companies to build robust HR
strategies, foster a positive work culture, and achieve long-term success in today's competitive
landscape.

CONSULTING MARKET INDUSTRY PROFILE

The consulting market is a diverse and dynamic sector providing advisory services across
industries. Key players, including management and IT consulting firms, offer expertise in
strategic planning, digital transformation, and organizational optimization. With a global reach,
the industry addresses complex business challenges, adapting to technological advancements and
evolving client needs. As businesses seek specialized insights, consulting services span areas
such as finance, healthcare, and sustainability. The market's substantial size, valued in the
billions, reflects its pivotal role in guiding companies through strategic decision-making,
fostering innovation, and navigating the complexities of a rapidly changing business landscape.

HR CONSULTING SERVICES

HR consulting services play a pivotal role in modern organizational success by providing

comprehensive solutions, encompassing talent acquisition, strategic HR planning, employee
engagement, performance management, training, compliance, and technology implementation,
ensuring companies effectively manage their human capital, navigate regulatory landscapes, and
foster positive workplace environments that align with business objectives, ultimately
contributing to enhanced employee satisfaction and organizational efficiency.
HR CONSULTING FIRMS

HR consultancy firms play a pivotal role in shaping organizational success by offering

specialized services in talent management, workforce planning, and HR strategy. Renowned
firms such as Mercer, Deloitte Human Capital, and Aon Hewitt provide comprehensive solutions
spanning recruitment, compensation, and benefits, ensuring effective and compliant human
resources practices. These firms contribute to the development of positive workplace cultures
and streamlined organizational structures. With a focus on strategic HR planning, employee
engagement, and innovative technology solutions, HR consultancy firms facilitate businesses in
navigating the complexities of human capital management, ultimately enhancing overall
operational efficiency and employee satisfaction.

1.5ABOUT THE COMPANY

CIEL HR Services Private Limited is a human resources consulting and staffing firm based in
India. CIEL HR provides a range of human resource solutions, including recruitment, staffing,
executive search, and talent management services. The company focuses on assisting
organizations in finding the right talent and helping individuals in their career growth. CIEL HR
serves various industries, encompassing IT and ITES, BFSI, manufacturing, healthcare,
pharmaceuticals, consumer goods, and more. Their services cater to a diverse range of sectors,
addressing the specific needs of each industry.
SERVICES

Recruitment and Staffing : CIEL HR helps organizations in identifying and hiring suitable
candidates for their workforce needs.

Executive Search : The company conducts executive search services to find top-level
leadership and management talent.

Talent Management: CIEL HR assists in developing and implementing talent management

strategies to optimize human capital within organizations.

MISSION & VISION

The vision is to emerge as one of the most respected HR services companies in the world
anchored on the values of growth, professionalism, dignity and diversity.

CIEL promotes learning with humility, serving with dignity and growing with integrity.
Members of CIEL care about customers deeply and deliver best-in-class solutions keeping the
interest of all other stakeholders in mind. CIEL will combine the power of technology with the
capability of its members to deliver value to its stakeholders through rigorous execution.
 Chapter 2

LITERATURE REVIEW

BENEFITS, CHALLENGES AND IMPACT OF E-RECRUITMENT

1Rupa Rathee and 2Renu Bhuntel*
The human resources are the most important assets of an organization. The success or the failure
of an organization is dependent upon the caliber of the employee working in the organization.
Without creative work and positive contribution of the employees,the organization cannot
progress. For this, dedicated workers need to be recruited. Recruitment means the right person,
for the right job, at right time, at right post, according to their skills and qualification for the
selection. Nowadays, organizations are shifting from traditional recruitment to e-recruitment.
The present study focuses on the benefits and challenges of e-recruitment and its impact on the
employees and the organization. An extensive literature review has been done and the data has
been collected from different journals, research papers, online articles, etc. It was found in the
study that e-recruitment is beneficial as it saves time and makes the process faster. The main
challenge of e-recruitment is the judgmental error during the process which can make it less
reliable. It was also found that e-recruitment has an impact on the performance and satisfaction
level of the employees. Moreover, it lowers the cost and improves efficiency of the organizations

Challenges of E-recruitment
Swati Gairola
E-recruitment today is considered as an organization’s soul. Most of the organizations today are
moving towards e-recruitment. Human resource department of an organization is majority
moving towards online recruitment tools. E-recruitment is effective in terms of cost, time, reach
of applicants and many more parameters which makes it so popular amongst job seekers and
recruiters. Although e-recruitment tools have enormous benefits for its users, at the same time we
can’t overlook the issues attached with e-recruitment tools. All the tools have their benefits and
issues which need to be addressed on time to make them more effective.
 E-Recruitment: Practices, Opportunities and Challenges

Ugo Chuks Okoliel Ikechukwu Emmanuel Irabor2 1 Chartered Institute of Personnel

Management of Nigeria (CIPM), Edo State Study Centre, Benin City, Nigeria 2. Agho Clinic,
Edo State. Benin

E-Recruitment is a new technological means for selecting one of the companies’ most crucial
resources, i.e. human resource. Recruitment has become an important process in the highly
competitive labor market. The traditional methods of recruitment have been revolutionized by
the wave of the internet. E-recruitment is the latest trend and it has been adopted by large and
small-sized organizations. Many companies use e-recruitment to post jobs and accept resumes on
the internet, and correspond with the applicants by e-mail. The main success factors of e-
recruitment are the value-added services provided by the job sites, cost effectiveness, speed,
providing customized solutions, helping to establish relationships with HR managers and
facilitating brand building of the companies. Despite the inherent benefits, certain challenges are
also associated with the e-recruitment process. The emerging trend in technology and process or
globalization suggests that the process will continue to expand, and consequently organizations
should key in into the process to enhance the quality of their staff recruitment functions. The
main objective of this study is to analyse the overall trends in e-recruitment use and practice and
to list the opportunities and challenges faced by job seekers and employers.

E-recruitment: Towards an Ubiquitous Recruitment Process and Candidate Relationship

Management

Anna B Holm*

little research on the impact of e-recruitment on the recruitment process as a whole. The present
study fills part of this gap by investigating the effect of e-recruitment on the design of the
recruitment process. Three explorative case studies were carried out in three large organizations
in Denmark in 2008-2010. The findings indicate that e-recruitment transforms the traditional
recruitment process into a time- and space-independent, collaborative hiring process. The most
significant changes are recorded in the sequence and increased divisibility of main recruitment
tasks and subtasks. For management, the main task is now that of communicating with
candidates. In addition, a new on-going task of maintaining a corporate career website has
become an integral part of the new recruitment process. The new design is presented in the
following, and its implications briefly discussed.

EFFECTIVE TALENT ACQUISITION THROUGH E-RECRUITMENT: A

STUDY

AASTHA TYAGI

In the rapidly changing global world economy, it's important to keep pace with the competition
and succeed. Today, one of the most crucial sources of competitive advantage is based on human
resource efforts through attracting and retaining talented individuals. The internet has helped in
attracting potential candidates to an organization from the recruitment process, which is referred
to as E-Recruitment. The practice of issuing a vacant position and applying for a job via a
website has increased steadily. The purpose of this paper is to broaden the research on the
recruitment practices, with focus on E-Recruitment practices and trends in India, to identify what
e-recruitment methods are being used and what benefits are being experienced by organizations
using these methods. A number of methods will be used for the study including the interview
method, surveys and the secondary data available.

E-recruitment: new practices, new issues. An exploratory study

Aurélie Girard (1), Bernard

The Internet has already impacted the recruitment process and the development of Web 2.0
offers recruiters new perspectives. Are web 2.0 practices revealing new e-recruitment strategies?
We connect first the RBV and the SNT respectively with Web 1.0 and Web 2.0. Then, we
present the results from an exploratory study conducted among recruiters in software and
computing services companies. It appears that the use of Web 1.0 is generalized but that it is
becoming insufficient. Web 2.0 is used by firms to develop employer branding and a reputation
and to create new relationships with potential applicants.
 Opportunities & Challenges of E-Recruitment

Dr. Bhupendra Singh Hada, Swati Gairola

Nowadays the traditional recruitment method has been revolutionized by the wave of the
Internet, ERecruitment is the latest trend and it has been adopted by large & small-sized
organizations.Significance of the internet can be seen as searching for the best suitable job is just
a click away. Job portals, company websites and social networking all makes recruitment speedy
and helps in finding best match for vacant positions. E- recruitment is getting trendy among
recruiters and job seekers because of its advantages like time, cost & quality etc. By just a
click of the mouse or tapping on the screen of his mobile or tablet, one can find the jobs as per
his skills, education and professional experience. The main objective of this study is to find out
the various trends of online recruitment and to list the opportunities and challenges that job
seekers and employer face while doing E-Recruitment

Evaluating the Factors Affecting on Intention to Use of E-Recruitment Yas A. Alsultanny,

Mona F. Alotaibi

The Internet has become an important tool for all human matters including e-recruitment. The
aim of this paper is to evaluate the factors that affect the attitude and intention to use the e-
recruitment. A questionnaire was designed to examine applicant’s intention to use e-recruitment
by obtaining their opinions; data were obtained from 356 job seekers who are e-recruitment
actual users. The results revealed that enjoyment, usefulness and ease of use significantly
correlate with their attitude while their attitude strongly correlates with their intention to use.
Applicants’ demographic variance was tested and found that age, education and Internet
experience have no statistically significant differences except for a few sections, while gender
and occupation have statistically significant differences. The study recommended is to take the
advantages of information technology and continuously update this application by improving
productivity, easy to work with and enjoyable experience for job seekers.
 E-Recruitment: A New Dimension of Human Resource Management in India

Sneha Singh

In the rapidly changing global world economy, the only essential value for an enterprise is the
experience, skills, innovativeness and insights of its manpower resources; they are the key
components and are considered as the assets of the organization. In this highly competitive
market organizations need to have that core strength of an effective workforce. Every
organization puts in their best to attract, hire and retain the talented manpower resources, which
is the biggest challenge of the current system. This paper identifies Internet recruitment methods
from relevant literature, and describes how their benefits of online recruitment can influence the
time and cost containment. Today, one of the most crucial sources of competitive advantage is
based on human resource efforts through attracting and retaining talented individuals. Like all
other disciplines human resource management has also grown to heights and working incredibly
for the betterment of the organizations and people in general. Recruitment through the internet
has helped in taking HRM to E-HRM, attracting potential candidates to an organization from the
recruitment process, which is referred to as E-Recruitment. The practice of issuing a vacant
position and applying for a job via a website has increased steadily. The purpose of this paper is
to broaden the research on the online Recruitment practices for the entire development of the
organization with focus on E-Recruitment practices and trends in India.

Recruitment Strategies: A power of E-Recruiting and Social Media

Neha Sharma

Human resources are an important tool for any organization. Organizations have to recruit
people with requisite skills, qualifications and experience, if they have to survive and prosper in
a highly competitive environment. The main goal of this research paper is to analyze the e-
Recruitment tools and trends and the use of the internet for all HR activities. The objective is to
identify what e-recruitment methods are being used and what benefits are being experienced by
organizations using these methods. Nowadays for a large majority, online recruitment is an
important part of the recruitment strategy because as the world is getting flatter day by day as of
globalization, many new technologies and concepts have been coined.
Impact of E-Recruitment on Effectiveness of HR Department in Private Sector of Pakistan

Dr. Muhammad Shaukat Malik

The Human Resource (HR) department is one of the most vital departments in any modern
organization. Many research studies until date have concluded that the HR department plays an
important role in the success of any organization. Amongst the various activities, which an HR
department expected to conduct, Recruitment holds special importance, as it is concerned with
„bringing people into the organization‟. This research paper aims at exploring the impact of
latest technological developments (especially the concept of E-Recruitment) in the context of
recruitment and how it has facilitated the modern day HR managers. Private Sector is one of the
largest and fastest growing sectors of Pakistan and it is generally believed that the private
companies operative in Pakistan have well established HR departments that tend to utilize
modern technology to assist them with the recruitment activities. Thus, it is only logical to assess
the effectiveness of this technology through the example of the private sector of Pakistan.

The Use of Social Network Sites as an E-Recruitment Tool

Yioula Melanthiou

The purpose of this article is to present an initial exploratory investigation on e-recruiting and the
role of social network sites (hereafter SNSs) during the process. Particularly, the aim is to
identify if companies use social media during their recruitment processes to attract and screen
applicants. Three critical elements guided the research: the use of social media to attract and
screen applicants; the legal implication of e-recruitment and social network screening; and the
possibility of using e-recruitment as the main hiring strategy. Beyond the information generated
through the literature review, primary data were collected from Cypriot organizations. The
findings of this research endeavor indicate that the online recruitment method has a lot of
benefits but also pitfalls of which recruiters should be aware. Furthermore, it seems that the
contemporary practice of employee screening through social media can highly affect the hiring
decision and legal implications are likely to arise with the wrong use of information. On the
contrary, a well-designed system and strategic utilization of available information about potential
candidates may significantly assist the recruitment of employees with the most suitable skills and
competencies.
 E-RECRUITMENT: A ROADMAP TOWARDS E-HUMAN RESOURCE
MANAGEMENT

Pavitra Dhamija

The only vital value for an enterprise is the experience, skills, innovativeness and insights of its
people. Human resources are the key components in every organization. It represents total
knowledge, talent, and attitude, creative ability, aptitude and belief of an individual involved in
the affairs of an organization. Management of human resources is an integral part for every
concern. It is associated with the people at work and their relationships within and outside the
enterprise. Recruitment of efficient staff is one of the important activities as it generates the
human capital for the concern. In recent years, the field of human resource management has
undergone numerous technological advancements. The Internet has made an impact on the
overall functioning of the human resource department. HR processes and procedures have been
supported by everything from complicated file-folder systems to automation, going from usage
of multiple systems and databases to a single version of the whole system. It has progressed with
frequent innovations viz, Human Resource Information System, Virtual Human Resources and
Electronic Human Resource Management (E-HRM) etc. E-HRM means conducting business
transactions by using the internet along with other technologies. In other words, E-HRM is a way
of implementing HRM strategies, policies and practices in an organization through a direct
support of web technology based channels. It influences every area of human resource
management. E-Recruitment refers to posting vacancies on the corporate website or on an

online recruitment vendors#39; website. It allows applicants to send their resumes electronically
through an email or in some other electronic format. The e-recruitment methods and systems
have helped to reduce much of the administrative tasks involved in recruitment. The study tries
to identify the overall concept of e-recruitment. It aims at collecting information regarding
methods viz, e-mails corporate websites and commercial job boards ete. of e-recruitment. It
includes the general advantages and disadvantages of e-recruitment
 Development of a scale to measure the perceived benefits of e-recruitment from the
viewpoint of the recruiter

Ghadeer Mohamed Badr ElDin Aboul-Ela

This study looked at the development of a scale to measure the perceived benefits of recruitment
from the viewpoint of the recruiter. Based on the review of the previous literature and studies the
research objectives were posed. The perceived benefits of e recruitment were defined in the
literature by several scholars from a qualitative perspective. Nevertheless, up to the knowledge
of the researcher a quantitative scale to measure these perceived benefits was not developed.
Through the review of literature and the interviews held with key recruitment and human
resources managers and executives, a proposed set of constructs were developed in the form of a
questionnaire. The initial questionnaire was tested and administered to several sectors within
Cairo, Egypt. Statistical results revealed a number of valid items that could be used for the
measurement of these constructs. Future research should extend to other study sectors and other
domains

E-Recruitment Process and Organizational Performance: A Literature Review Ngrai

Dyke-
Ebirika
This study examined E-recruitment Process and Organizational Performance. The sins examined
in the E-recruitment process include E-application tracking, E-interview. E-Selection and E-
Onboarding. Organizational performance was measured in terms of Employee performance,
Operational performance, Economic performance and profitability. The aim and objectives of the
paper was to determine the influence of E-recruitment process and organizational performance
by evaluating the influence of E-tracking on employee performance, the influence of E-interview
on operational performance, the influence of E- selection on economic performance, the
influence of E-on-boarding on profitability. The study provided an empirical analysis on the E-
recruitment process and Organizational performance. To this end, the paper revealed that the E
Recruitment process is advantageous to organizations and contributes significantly towards the
growth of an Organization as the study observed that candidate(s) recruited using E-recruitment
are competent and reliable which enhance organizational performance. Therefore the paper
recommended that there should be adequate Information Technology in an Organization in order
to utilize the E Recruitment process and the benefits attached to it. There should be adequately
trained personnel that can conduct proper E-recruitment. E-recruitment process should be used to
select productive employee(s) that would enhance organizational performance

Factors affecting e-recruitment

1 Dr. Rupa Rathee, 2 Miss. Renu Bhuntel

Nowadays, organizations are shifting from traditional recruitment to e-recruitment. The present
study focuses on the perception of job seekers towards e-recruitment, attitude of employees
towards erecruitment. Also focuses on benefits of e-recruitment for employees and impact of e-
recruitment on organization. Sample size was chosen from 110 respondents from the different
organizations. t-test, ANOVA and factor analysis were used as statistical tools for analysis of
the study. In this study t-test was used for demographic profiles of employees like gender. It was
found that e-recruitment is beneficial, saves time and makes the process faster. Moreover, it
lowers cost and improves efficiency of organizations.

E-RECRUITMENT: THE MODERN TREND OF RECRUITMENT PRACTICES

T.S.KUMAR Ph.D. Dr. M.KAVITHA

Nowadays the standard recruitment technique has been revolutionized by the wave of the
internet. E-recruitment is the latest trend and it has been adopted by large and small-sized
organizations.Significance of internet can be seen as checking out best appropriate job is simply
a click away. Job portals, company websites and social networking all make recruitment speedy
and help in finding the best match for vacant positions. E-recruitment is getting trendy among
recruiters and job seekers because of its benefits like time, cost, quality, etc. By simply a click of
the mouse or tapping on the screen of his mobile or tablet, one will find the jobs as per his skills,
education and professional experience. The main objective of this study is to find out the trends
of online recruitment.
 The Effectiveness of E-Recruitment Method Through Social Media (Case Study at Pt Es
Teh Indonesia Makmur - West Java)

Jazimatul Husnal, Salsabila Sadiqin2, Yahya Muhaimin3, Fitriyana4, Rozatul Wahidiyah

Several companies have reduced mass recovery efforts and in person discussions for the Covid-
19 pandemic password, one of which is PT Es Teh Indonesia Makmur. This study aims to: (1)
Know the media for posting jobs and the application of the recruitment process through social
media, including the stages and qualifications and competencies required at PT Es Teh Indonesia
Makmur (2) Knowing the effectiveness of recruitment methods through social media to reduce
the impact of the Covid-19 pandemic era and explains the comparison of the E-Recruitment
method with the offline recruitment method at PT Es Teh Indonesia Makmur. The effectiveness
of the Recruitment Method through social media by studying library data and observations
shows that the electronic recruitment system for the workforce is suitable to be used to facilitate
and improve human resource management in the Covid-19 Pandemic era. An increase in
competent job applicants supports this, and PT Es Teh Indonesia Makmur is known to all circles
to open job vacancies for more than 150 outlets in less than one year.

REFLECTING ON E-RECRUITING RESEARCH USING GROUNDED THEORY

This paper presents a systematic review of the e-Recruiting literature through a grounded theory
lens. The large number of publications and the increasing diversity of publications on -Recruiting
research, as the most studied area within e-HRM (Electronic Human Resource Management),
calls for a synthesis of e-Recruiting research. We show interconnections between elements,
research gaps and future research directions in order to advance both research and practice.
Moreover, we provide a definition of e-Recruiting. Thief grounded theory enabled us to reach
across sub-disciplines, methods used, Perspective studied, themes discussed and stakeholders
involved.We demonstrate that the Grounded Theory Approach led to a better understanding of
the interconnections that lay buried in the disparate e-Recruiting literatureImpact of Online
recruitment on recruitment DR. SAYELRecruitment has become an important process in the
highly competitive labor market. The Traditional methods of recruitment had been
revolutionized by the emergence of the Internet. E- Recruitment is the latest trend in the
recruitment process and it has been adopted in many organizations from large to small-sized
companies. Many companies use e -Recruitment to post jobs and accept resumes on the Internet,
and correspond with the applicants by-mail. The main success factors of Recruitment are the
value-added services provided by the job sites, cost- effectiveness and speed, providing
customized solutions, helping to establish relationships with HR managers and facilitating brand
building of the companies. Though there are many benefits to the employers and the job seekers
in e-Recruitrnent, it still has its own limitations and shortcomings. The case study helps to
analyze the overall trends in e-recruitment use and practice, recruitment methods, E-Recruitment
Challenges and issues of E- Recruitment and its increasing scope in the recruitment process of a
company

E-Recruitment and E-Selection Process Improves the E-Human Resource Management

activities in Information Technology Companies in Hyderabad Ms. Koudagani Mamatha,
Dr.Kiran Kumar Thoti, Arshiya Sultana, Ms. Koudagani Mamatha

The study objectives were to interview the relationship between the E-Recruitment and E-
Selection process in the Information Technology (IT) MNC Companies in Hyderabad. E-
Recruitment primary process starts with identify the job needs, Job analysis, job specification,job
description, attracting the applicants to apply for the job screening the profile of the job
applicants or seekersand interview the application according to the needs of the organization.The
process of E-Recruitment process is length in the 2000 to 2010 due to manual process.After 2010
onwards, the process of the recruitment easier by adopting the E-Recruitment Strategies for the
Information Technology. At present in 2020 onwards, the recruitment process must be easier by
involving the Artificial Intelligence (AI) in the E-Recruitment process.The E-Recruitment and E-
Selection process work together for the effective function of the E-Human resource management.
The research is based on the two independent variables E-Recruitment process and E- selection
process on the dependent variable E-Human resource management process with the special study
on the Information Technology companies i.e..Multinational Companies (MNC)located in the
capital of Telangana, Hyderabad. The scholar collected the research data from the employees
working in software companies in Hyderabad.The scholar prepared the questionnaires using five-
point Likert Scale. The scholar uses the reliability test, validity test and factor analysis test to
find the relationship between the e-recruitment and e-selection process on e-hrm process in IT
MNC companies Hohad from 190 samples
 The Role of E-recruitment Towards Attraction of Workforce: A Case of Telecom Sector
Organization

Zulqarnain Malik1

Dr. Razaullah2

E-commerce practices promote integrative and supportive application for connectivity in today’s
dynamic marketplace with E-Recruitment as its merging component. It has now become an
effective tool for organizations to raise talented workforce and the development and maintenance
of HR databases. This study examines telecom sector’s E-recruitment practices in attraction of
potential and talented employees in district Peshawar. The correlation is 0.671, a highly
significant and above the moderate level, R square is 45.9%, explaining the variability of
independent variable e-commerce in the workforce attraction. The regression analysis proved
from e-recruitment towards attraction of workforce with positive unit impact of 0.89. The value
of t-test and ANOVAs results were found highly significant.

EFFECTIVENESS OF E-RECRUITMENT OVER TRADITIONAL RECRUITMENT

METHODS WITH SPECIAL REFERENCE TO IT SECTOR

Many of the organizations are becoming online-centric day by day. So, this is necessary for the
new entrants to understand the effectiveness of online recruitment regarding different
dimensions. The study focused on showing the effectiveness of online recruitment in terms of
preference of different media among employers, perceived advantages as well as improvement in
different recruitment stages. The perceived advantage analysis showed that online recruitment is
effective regarding speed, cost, time, and accessibility, reducing workload, reaching to a large
pool of candidates, meeting specified requirements, attracting positive job seekers and increasing
organizational performance. The study focuses on how some variables are identified to evaluate
the usefulness of online recruitment to the recruiting organizations. The study not only identified
the efficiency of online recruitment but also discovered the stage of recruitment in which
organizations get more benefits through using the internet.
 CHAPTER 3

DATA ANALYSIS AND INTERPRETATION

Frequency Table
Table 3.1 : AGE
Age
Frequen Percen Valid Cumulative
cy t Percent Percent
18-20 19 19.0 19.0 19.0
21-25 36 36.0 36.0 55.0
Vali 26-30 33 33.0 33.0 88.0
d Above
12 12.0 12.0 100.0
30
Total 100 100.0 100.0

Interpretation

From the above table 3.1 it is inferred that 36% of the respondents are under the age category of 21-25
and 33% of the respondents are under the age category of 26-30 and only 12% of the respondents are in
the age category of above 30.

Chart 3.1: Age of the respondents

 Table 3.2 Gender

Gender
Frequen Percen Valid Cumulative
cy t Percent Percent
Male 70 70.0 70.0 70.0
Vali Femal
30 30.0 30.0 100.0
d e
Total 100 100.0 100.0

Interpretation

From the Table 3.2 Above The majority of individuals in the sample are male, comprising 70% of the
total.Females represent the remaining 30% of the sample.n total, the data accounts for 100 individuals

Chart 3.2: Gender of respondent

Table 3.3 Educational Qualification

Educational Qualification
Frequen Percen Valid Cumulative
cy t Percent Percent
Diploma 10 10.0 10.0 10.0
+2 9 9.0 9.0 19.0
Vali Under
44 44.0 44.0 63.0
d Graduate
Post Graduate 37 37.0 37.0 100.0
Total 100 100.0 100.0

Interpretation
Table 3.3 illustrates the distribution of educational qualifications among the surveyed population, with 44% holding
undergraduate degrees, followed by 37% with postgraduate qualifications.10% holding Diploma degrees, followed
by 9% with +2

Chart 3.3:Educational Qualification

;
 Table 3.4 Annual Income
Annual Income

Frequen Percen Valid Cumulative

cy t Percent Percent
Under 100000 11 11.0 11.0 11.0
100001 -
14 14.0 14.0 25.0
200000
200001 -
Vali 52 52.0 52.0 77.0
300000
d
More then
23 23.0 23.0 100.0
300000
Total 100 100.0 100.0

Interpretation

Table 3.4 It reveals that the majority of respondents, comprising 52%, fall within the income bracket of
200,001 to 300,000. Furthermore, 23% of the sample earns more than 300,000 annually, while 11% earn
under 100,000, and 14% fall within the income range of 100,001 to 200,000.

Chart 3.4 Annual Income

Table 3.5 Work Experience In The Organization

Work Experience In The Organization

Frequen Percen Valid Cumulative
cy t Percent Percent
0 - 1 years 11 11.0 11.0 11.0
1 - 2 years 22 22.0 22.0 33.0
Vali 3 - 5 years 43 43.0 43.0 76.0
d More then 5
24 24.0 24.0 100.0
years
Total 100 100.0 100.0

Interpretation

Table 3.4 reveals that the 43% of respondents, has a work experience ranging from 3 to 5 years,
Additionally, 22% of the sample has 1 to 2 years of experience, indicating a notable proportion of relatively
junior staff members, while 24% have more than 5 years of experience, 11% have 0 to 1 year of
experience

Chart 3.5 Work Experience In The Organization

Table 3.6 How Long Have You Been Utilizing e-recruitment methods in your recruitment
processes

How Long Have You Been Utilizing e-recruitment methods in your recruitment
processes
Frequen Percen Valid Cumulative
cy t Percent Percent
Less Then 1
15 15.0 15.0 15.0
year
1 - 2 years 16 16.0 16.0 31.0
Vali
2 - 5 years 44 44.0 44.0 75.0
d
More then 5
25 25.0 25.0 100.0
Years
Total 100 100.0 100.0

Interpretation

Table 3.6 data reveals that 44% of respondents have utilized e-recruitment methods for 2 to 5 years, indicating a
widespread adoption over recent years. Additionally, 25% have employed these methods for over 5 years,
suggesting early adoption or longer-standing practices. Notably, 15% and 16% have implemented e-recruitment
within the last year and within 1 to 2 years,

Chart 3.6 How Long Have You Been Utilizing e-recruitment methods in your recruitment processes

Table 3.7 Identify the source from where you came to know about the job

Identify the source from where you came to know about the job
Frequen Percen Valid Cumulative
cy t Percent Percent
Advertisement 15 15.0 15.0 15.0
Personal
22 22.0 22.0 37.0
Vali Refarance
d Consultancy 37 37.0 37.0 74.0
Social Media 26 26.0 26.0 100.0
Total 100 100.0 100.0

Interpretation

From the Table 3.7, 37%, came to know about job opportunities through consultancies, while 26%
identified social media as their source. Additionally, 22% mentioned personal references, and 15% relied
on advertisements,
Chart 3.7 Identify the source from where you came to know about the job

Table 3.8 When does your company usually recruit candidates

When does your company usually recruit candidates

Frequen Percen Valid Cumulative
cy t Percent Percent
Annually 6 6.0 6.0 6.0
Quarterly 16 16.0 16.0 22.0
Vali Half-yearly 18 18.0 18.0 40.0
d Whenever
60 60.0 60.0 100.0
Required
Total 100 100.0 100.0

Interpretation

From The Table 3.8 60%, recruit candidates whenever there is a requirement. Additionally, 18% of
companies recruit candidates half-yearly, while 16%. Only a small proportion, 6%, recruit candidates
annually,

Chart 3.8 When does your company usually recruit candidates

Table 3.9 Which Is the most important quality the organization looks for in a candidate

Which Is the most important quality the organization looks for in a candidate
Frequen Percen Valid Cumulative
cy t Percent Percent
Knowleadge 15 15.0 15.0 15.0
Discipline 19 19.0 19.0 34.0
Vali Past
48 48.0 48.0 82.0
d Experience
Team work 18 18.0 18.0 100.0
Total 100 100.0 100.0

Interpretation

From the Table 3.9 indicates that past experience is the most important quality sought after by organizations, with
48% of respondents Following closely behind, discipline and teamwork were also highlighted, with 19% and 18%
respectively, while knowledge was deemed important by 15% of respondents,

Chart 3.9 Which Is the most important quality the organization looks for in a candidate

Table 3.10 Which Recruitment source does your organization mostly use?

Which Recruitment source does your organization mostly use?

Frequen Percen Valid Cumulative
cy t Percent Percent
Web portal 26 26.0 26.0 26.0
Recruitment
32 32.0 32.0 58.0
agency
Vali
Employee referral 24 24.0 24.0 82.0
d
Personal
18 18.0 18.0 100.0
reference
Total 100 100.0 100.0

Interpretation
Table 3.10 illustrates that the majority of recruitment agencies, with 32% favoring this source for sourcing
candidates. web portals are with 26% of organization and employee referral in 24% and Personal
reference has 18%

Chart 3.10 Which Recruitment source does your organization mostly use?

Table 3.11 How do you use e-recruitment

How do you use e-recruitment
Frequen Percen Valid Cumulative
cy t Percent Percent
Always 60 60.0 60.0 60.0
Rarely 22 22.0 22.0 82.0
Vali Occassiona
13 13.0 13.0 95.0
d ly
Never 5 5.0 5.0 100.0
Total 100 100.0 100.0
Interpretation

From The table 3.11 indicates that the majority of respondents, accounting for 60%, use e-recruitment
always, Additionally, 22% reported rare usage of e-recruitment, while 13% use it occasionally, Only a small
proportion, 5%, stated that they never use e-recruitment,

Chart 3.11 How do you use e-recruitment

Which Internet Tools You Used to Hire Candidates?

Linked in
Frequen Percen Valid Cumulative
cy t Percent Percent
Yes 81 81.0 81.0 81.0
Vali No 19 19.0 19.0 100.0
d Tota
100 100.0 100.0
l

Social networking
 Frequen Percen Valid Cumulative
cy t Percent Percent
Yes 68 68.0 68.0 68.0
Vali No 32 32.0 32.0 100.0
d Tota
100 100.0 100.0
l

Naukri.com
Frequen Percen Valid Cumulative
cy t Percent Percent
Yes 74 74.0 74.0 74.0
Vali No 26 26.0 26.0 100.0
d Tota
100 100.0 100.0
l

Digital Advertisement
Frequen Percen Valid Cumulative
cy t Percent Percent
Yes 52 52.0 52.0 52.0
Vali No 48 48.0 48.0 100.0
d Tota
100 100.0 100.0
l

Table 3.13 What are the major struggles faced during hiring online

What are the major stuggles faced during hiring online

Frequen Percen Valid Cumulative
cy t Percent Percent
 Finding accurate
information of 40 40.0 40.0 40.0
applicants
Easy to access to large
29 29.0 29.0 69.0
number of job seekers
Knowledge of how to
Vali
search,locate,request,a 18 18.0 18.0 87.0
d
nd reach applicants
Reduce time and
efforts in order to print
13 13.0 13.0 100.0
out the matches
applicants for the ob
Total 100 100.0 100.0

Interpretation

From Table 3.13, most common struggle faced during hiring online is finding accurate information of
applicants, reported by 40% of respondents. Additionally, 29% find it challenging to have easy access to a
large number of job seekers, while 18% struggle with the knowledge of how to effectively search, locate,
request, and reach applicants, indicating complexities in the recruitment process despite the digital
platform. Only 13% mention the challenge of reducing time and efforts in printing out matched applicants
for the job,

Chart 3.13 What are the major stuggles faced during hiring online

Table 3.14 Area for Improvement In E-Recruitment

Area for Improvement In E-Recruitment

 Frequen Percen Valid Cumulative
cy t Percent Percent
Time Reduction in
32 32.0 32.0 32.0
process
Needs a lot of practices 35 35.0 35.0 67.0
Vali Needs specific details
22 22.0 22.0 89.0
d and fields
Difficulty in reaching
11 11.0 11.0 100.0
passive candidates
Total 100 100.0 100.0

Interpretation

From The Table 3.14, indicated by 35% of respondents of Needs a lot of practices . Additionally, 32%
mention the importance of time reduction in the recruitment process, 22% Needs for specific details and
fields, while 11% difficulty in reaching passive candidates

Chart 3.14

Table 3.15 Are u looking E-recruitment ar a threat

 Are u looking E-recruitment ar a threat
Frequen Percen Valid Cumulative
cy t Percent Percent
Strongly Agree 28 28.0 28.0 28.0
Agree 37 37.0 37.0 65.0
Vali Disagree 18 18.0 18.0 83.0
d Strongly
17 17.0 17.0 100.0
Disagree
Total 100 100.0 100.0

Interpretation
From The Table 3.15, 65%, either strongly agree or agree that they perceive e-recruitment as a potential
threat. Conversely, 35% either disagree or strongly disagree with this notion, suggesting a divided
perspective within the surveyed population.

Chart3.15 Are u looking E-recruitment ar a threat

Oneway
 ANOVA
Age
Sum of Squares df Mean Square F Sig.
Between Groups 8.112 3 2.704 3.352 .022
Within Groups 77.448 96 .807
Total 85.560 99
Age

From the above result generated by spss, the significance value is 0.22 which is less than
0.05 so reject null hypothesis.

Hence there is a significant difference between Age and What are the major struggles
faced during hiring online

Chi-Square Test

Educational Qualification * Are u looking E-recruitment ar a threat Crosstabulation

Count
Are u looking E-recruitment as a threat Total
Strongly Agree Agree Disagree Strongly
Disagree
Educational Qualification Diploma 6 3 0 1 10
+2 1 6 2 0 9
Under Graduate 12 17 9 6 44
Post Graduate 9 11 7 10 37
Total 28 37 18 17 100
 Chi-Square Tests
Value df Asymp. Sig. (2-
sided)
a
Pearson Chi-Square 13.948 9 .124
Likelihood Ratio 16.005 9 .067
Linear-by-Linear Association 5.708 1 .017
N of Valid Cases 100
a. 8 cells (50.0%) have expected count less than 5. The minimum
expected count is 1.53.

The calculated value is 13.948 and it is significant at 0.124 level of significance at 9

degrees of freedom. In spss, if the significant difference value is less than 0.05 then reject the
null hypothesis and accept alternate hypothesis. In the above result, the significant value is
greater than 0.05, so accept the null hypothesis.

Hence, there is a no significant association between educational qualification and Are you
looking E-recruitment as a threat.

Correlations

Descriptive Statistics
Mean Std. Deviation N
Annual Income 2.87 .895 100
Educational Qualification 3.08 .929 100
Work Experience In The
2.80 .932 100
Organization
Area for Improvement In E-
2.12 .988 100
Recruitment
 Correlations
Annual Income Educational Work Experience Area for
Qualification In The Improvement In
Organization E-Recruitment
** **
Annual Income Pearson Correlation 1 .572 .816 .201*
Sig. (2-tailed) .000 .000 .045
N 100 100 100 100
** **
Educational Qualification Pearson Correlation .572 1 .462 .100
Sig. (2-tailed) .000 .000 .324
N 100 100 100 100
Work Experience In The
Pearson Correlation .816** .462** 1 .202*
Organization
Sig. (2-tailed) .000 .000 .044
N 100 100 100 100
Area for Improvement In E-
Pearson Correlation .201* .100 .202* 1
Recruitment
Sig. (2-tailed) .045 .324 .044
N 100 100 100 100
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).

The first table depicts mean and standard deviation of Annual income, Educational Qualification,
Work Experience in the organization and Area for improvement in E-Recruitment. The second
table bi-variate correlation between variable. As there are four variables, four correlation
coefficients are estimated. And all are significant and positively correlated

The correlation between Educational Qualification and Area for Improvement in E-

Recruitment (r = 0.100) has a p-value of 0.324, which is greater than 0.05. Thus, this
correlation is not significant at the 0.05 level.
 CHAPTER 4

FINDINGS,SUGGESTIONS AND CONCLUSION

Findings:

1. Majority of respondents fall within the age categories of 21-30, with 36% aged 21-25 and 33%
aged 26-30. Only 12% are above 30 years old.

2. The sample is predominantly male, constituting 70% of the respondents, while females make
up the remaining 30%.

3. 44% of respondents hold undergraduate degrees, followed by 37% with postgraduate

qualifications. A smaller proportion holds diploma or +2 qualifications.

4. 52% of respondents earn between 200,001 to 300,000 annually, with 23% earning more than
300,000. 14% earn between 100,001 to 200,000, and 11% earn less than 100,000.

5. 43% of respondents have 3-5 years of work experience, followed by 24% with more than 5
years, and 22% with 1-2 years. Only 11% have 0-1 year of experience.

6. A significant portion of respondents (44%) have utilized e-recruitment methods for 2-5 years,
with 25% using them for more than 5 years.

7. Consultancies (37%) and social media (26%) are the primary sources through which
respondents learn about job opportunities, followed by personal references (22%) and
advertisements (15%).

8. 60% of companies recruit candidates whenever there is a requirement, while smaller

proportions recruit half-yearly (18%), quarterly (16%), or annually (6%).

9. Past experience is deemed most important by organizations, with 48% of respondents

emphasizing it. Discipline (19%) and teamwork (18%) are also considered crucial.

10. Recruitment agencies are favored by 32% of organizations, followed by web portals (26%),
employee referrals (24%), and personal references (18%).
11. 60% of respondents use e-recruitment always, while 22% use it rarely, 13% use it
occasionally, and only 5% never use it.

12. LinkedIn, Naukri.com, and social networking sites are widely used for hiring, with over 68%
of respondents utilizing each of these platforms.

13. Finding accurate information about applicants (40%) and easy access to a large pool of job
seekers (29%) are the primary struggles faced during online hiring.

14. Respondents emphasize the need for practice (35%) and time reduction in the recruitment
process (32%). Specific details and fields (22%) and reaching passive candidates (11%) are also
highlighted.

15. 65% of respondents either strongly agree or agree that they perceive e-recruitment as a
potential threat, while 35% disagree or strongly disagree with this notion.

SUGGESTIONS

● Since the majority of respondents fall within the age categories of 21-30, organizations
should tailor their recruitment strategies to effectively attract and engage this
demographic. This could include utilizing social media platforms and online job portals,
which are popular sources of job information among younger age groups.
● While recruitment agencies are a prominent source of candidates, organizations should
also focus on leveraging employee referrals and personal references. Building a diverse
candidate pipeline can bring in varied perspectives and skill sets, contributing to a more
dynamic workforce.
● Given the widespread adoption of e-recruitment methods, organizations should invest in
refining their e-recruitment processes. This includes providing training to hiring
managers on effective utilization of e-recruitment tools, streamlining the application
process to improve user experience, and leveraging data analytics to optimize recruitment
outcomes.
● The data highlights common struggles faced during online hiring, such as finding
accurate applicant information and accessing a large pool of job seekers. To address these
 challenges, organizations should invest in technology solutions, such as applicant
tracking systems and AI-driven recruitment platforms, that can automate candidate
screening and provide access to a broader talent pool.
● Organizations should regularly review and refine their recruitment practices based on
feedback and performance metrics. This includes identifying areas for improvement, such
as reducing recruitment timelines and enhancing candidate engagement strategies, and
implementing targeted interventions to drive positive outcomes.

CONCLUSION
In conclusion, the findings of the recruitment survey illuminate key trends and challenges in the
contemporary job market. The overwhelming presence of younger respondents underscores the
necessity for organizations to adapt their recruitment strategies to effectively engage with this
demographic, leveraging digital platforms and social media channels. Moreover, the emphasis on
past experience by organizations suggests a need for candidates to highlight their relevant skills
and achievements.

The widespread adoption of e-recruitment methods necessitates organizations to invest in

refining their digital processes and leveraging technology solutions to overcome common hiring
struggles. By embracing diverse sourcing channels and incorporating feedback-driven
refinements, organizations can foster a more inclusive and efficient recruitment process,
ultimately leading to better outcomes and a more dynamic workforce.
 CHAPTER 4

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